Inside sales teams make thousands of calls to decision makers every year, driving revenue and customer loyalty. They are increasingly vital to B2B sales organizations given that today’s customers are overwhelmed during the purchase process. But retaining talent among this key group is a challenge.
“Leaders of inside sales teams face a high turnover risk with their reps today — 18% annually according to our research,” says Matt Dudek, Vice President, Gartner. “Once those reps are out the door, replacing and bringing new reps up to speed can easily take six months or longer, especially if you also have to hire new managers.”
“ 37% of inside sellers said they intend to look for a new job in the next year”
Although sales leaders surveyed by Gartner say finding high-quality talent is a challenge, 76% of such leaders plan to increase their workforce to meet business objectives. This means sales leaders must understand what keeps inside sales reps in their seats and how to attract more.
Why inside sales reps leave
According to Gartner’s recent Global Labor Market Survey, 37% of inside sellers said they intend to look for a new job in the next year. The top three reasons inside sellers quit include dissatisfaction with their compensation package, manager quality and the degree of respect the organization shows employees.
The survey also highlights factors that would attract inside sales reps to the same position in another organization. Those that top the list include: a 15% increase in compensation and a more comprehensive benefits package; work-life balance; more engaging work; more development opportunities; a friendlier work environment and highly skilled managers.
“ To increase job satisfaction and intent to stay, sales leaders should consider non-monetary factors”
“There are many different reasons why inside sales talent leave a job. Our research shows for the majority who quit, these reasons go well beyond compensation,” says Dudek. “Inside sales leaders who want to understand what is driving their sellers to quit need to find an effective way to listen to managers and reps to uncover issues leading to widespread disengagement and act on them before it’s too late. HR business partners can help in this effort by conducting or reviewing exit surveys and leading focus groups.”